South Florida Truck Wash, Service & Parts Center, 4.5-Acre Corridor Location

$1.1M

Revenue

$670K

SDE

7.1x

Multiple

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Full Editorial Writeup

This is a multi-service truck stop-style operation in South Florida combining four revenue lines under one roof: a two-bay mechanic shop with a service pit handling everything from oil changes and diagnostics to engine, brake, tire, fuel, cooling, electrical, and welding work; an automated tunnel wash system built to handle rigs, trailers, RVs, boats, and cars; a retail parts and accessories store; and a wholesale/online parts division. It sits on roughly 4.5 acres directly on a major north-south travel corridor with an FDOT daily traffic count of 18,400, and that real estate is included in the asking price.

The business serves commercial trucking traffic, owner-operators, and fleets moving through a heavily-trafficked Florida route, plus retail and wholesale parts buyers. Several direct distribution relationships carry protected territories, which both fatten parts margins and pull customers to the site. The listing frames the property as a potential logistics hub for a regional or national carrier, and it is positioned for E2, L1, or EB5 investor visa buyers.

At $4.75M against $1.14M revenue and $670K cash flow, the 7.09x multiple is really a real estate plus operations blend, not a pure services comp. The 4.5 acres of corridor-frontage land is doing a lot of the heavy lifting on price, and any buyer needs to separate the going-concern value from the dirt to underwrite this correctly.

Why we like it

The revenue is diversified across four fundamentally different streams: service/repair labor, automated wash throughput, retail parts, and wholesale distribution. That mix reduces dependence on any single line and gives an operator multiple levers to pull without adding a new location.
Truck service and repair is durable demand. Fleets and owner-operators must maintain rigs regardless of the economy, and deferred maintenance during downturns often increases repair volume rather than killing it, so the core service work holds up when discretionary businesses fold.
The protected distribution territories on the parts side are a real moat. Direct distribution relationships with carved-out geographies mean better margins than typical resellers and a structural reason customers route to this specific location.
You are buying 4.5 acres of hard corridor frontage with 18,400 daily traffic, not just an operating business. Owning the dirt on a major north-south route in South Florida is a scarce, appreciating asset that underpins downside protection even if the operations underperform.
There is obvious white space to scale. The wholesale and online/export parts channels are described as underdeveloped, the wash has spare daily capacity, and the 20-plus rig parking lot could be monetized as a logistics or overnight staging hub.

How to improve it

Break out P&L by segment in the first 90 days. Wash, service labor, retail parts, and wholesale each have very different margins and growth economics, and you cannot allocate capital or fix pricing until you know which line actually produces the $670K cash flow.
Attack the online and export parts channel immediately. The listing calls it ripe for expansion, and layering e-commerce onto existing protected-territory distribution lines is low-capital, high-margin revenue you can grow without touching the physical footprint.
Build fleet service contracts. Sign recurring preventative-maintenance agreements with regional carriers running the corridor to convert transactional repair work into predictable monthly revenue and to fill the two service bays during slow periods.
Monetize the parking and land. With space for 20-plus combo rigs plus box trucks and tractors, add paid overnight parking, staging, or a lease to a trucking company, turning idle asphalt into recurring cash flow with near-zero incremental cost.
Add a second or third service bay if throughput allows. The listing says capacity can be increased easily, and labor hours are the primary constraint on service revenue, so expanding bays directly grows the highest-margin work.
Decide on the adjacent restaurant. It is available on top of the asking price with equipment and an ongoing business; either fold it in to capture the captive trucker foot traffic or explicitly exclude it and lease the pad to a tenant for passive income.
Tighten wash pricing and packages. Bundle interior and tire/rim detailing into tiered service packages and push volume during off-peak hours to lift utilization on an asset that already has spare daily capacity.

Diligence notes

Separate the real estate value from the operating business. At 7.09x, most of the price is likely the 4.5 acres, so get an independent land appraisal and re-underwrite the operations on a rent-adjusted basis to see what you are truly paying for the going concern.
Verify the $670K cash flow and how it is calculated. On only $1.14M of revenue, a 59 percent cash flow margin is unusually high for a service and retail operation, so confirm whether owner add-backs, real estate ownership (no rent), or unusual items are inflating it.
Scrutinize the protected distribution agreements. Confirm they are transferable to a new owner, review the actual margin uplift they provide, and understand renewal terms and territory boundaries, since these relationships are central to the parts thesis.
Confirm environmental compliance for the pit and fuel/oil operations. Mechanic shops with service pits and fluid handling carry contamination and permitting risk, so order a Phase I environmental assessment on the land before closing.
Clarify what the restaurant deal actually is. It is offered outside the asking price, so pin down its separate cost, its standalone financials, and whether it shares utilities, permits, or staff with the truck center.
Assess owner dependence and staffing. Understand who runs the wash, the bays, and the parts counter today, whether skilled mechanics will stay post-sale, and how much of the customer relationships and vendor deals live in the seller's head.

Source

Originally listed on BusinessBroker.net. View original listing →